ISO 27026:2011
(Main)Space systems — Programme management — Breakdown of project management structures
Space systems — Programme management — Breakdown of project management structures
ISO 27026:2011 specifies processes, requirements and recommendations for the breakdown of project management structures, collectively called project breakdown structures, in terms of the various specification (i.e. requirements), functional, product, work, cost, business and organizational breakdown structures that are established and implemented to contribute to the success of a space programme, which is often composed of one or more projects. It is intended to complement and supplement similar project breakdown structure processes, requirements and recommendations contained within ISO 14300-1, which serves as a higher tier International Standard for ISO 27026:2011 and for such other space systems and operations International Standards that require formal project breakdown structures. ISO 27026:2011 specifies the various types of project breakdown structures and gives processes, requirements and guidance concerning the composition of these breakdown structures. ISO 27026:2011 is applicable to project breakdown structures for a project, including at the top level of a programme, i.e. level 0. It is intended to be used either by an independent developer as a partial basis for programme processes or as a basis for an agreement between a supplier and a customer.
Systèmes spatiaux — Management de programme — Éléments de structures de gestion de projet
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Standards Content (Sample)
INTERNATIONAL ISO
STANDARD 27026
First edition
2011-02-15
Corrected version
2011-05-01
Space systems — Programme
management — Breakdown of project
management structures
Systèmes spatiaux — Management de programme — Éléments de
structures de gestion de projet
Reference number
ISO 27026:2011(E)
©
ISO 2011
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ISO 27026:2011(E)
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ISO 27026:2011(E)
Contents Page
Foreword .iv
Introduction.vi
1 Scope.1
2 Normative references.1
3 Terms, definitions and abbreviated terms.1
3.1 Terms and definitions .1
3.2 Abbreviated terms .2
4 Overview of project breakdown structures .2
4.1 General .2
4.2 Relationship of project breakdown structures.2
4.3 Purpose of project breakdown structures.3
4.4 Tailoring.4
5 Processes and requirements of project breakdown structures.4
5.1 General .4
5.2 Specification tree.4
5.3 Function tree.5
5.4 Product tree .5
5.5 Work breakdown structure.6
5.6 Cost breakdown structure.6
5.7 Business agreement breakdown structure.7
5.8 Organizational breakdown structure.7
Annex A (informative) Specification tree.8
Annex B (informative) Function tree .9
Annex C (informative) Product tree.10
Annex D (informative) Work breakdown structure .11
Annex E (informative) Cost breakdown structure .12
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ISO 27026:2011(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies
(ISO member bodies). The work of preparing International Standards is normally carried out through ISO
technical committees. Each member body interested in a subject for which a technical committee has been
established has the right to be represented on that committee. International organizations, governmental and
non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the
International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
International Standards are drafted in accordance with the rules given in the ISO/IEC Directives, Part 2.
The main task of technical committees is to prepare International Standards. Draft International Standards
adopted by the technical committees are circulated to the member bodies for voting. Publication as an
International Standard requires approval by at least 75 % of the member bodies casting a vote.
Attention is drawn to the possibility that some of the elements of this document may be the subject of patent
rights. ISO shall not be held responsible for identifying any or all such patent rights.
ISO 27026 was prepared by Technical Committee ISO/TC 20, Aircraft and space vehicles, Subcommittee
SC 14, Space systems and operations.
This corrected version of ISO 27026:2011 incorporates the following corrections plus other minor editorial
modifications.
Annex A: Figure A.1 has replaced Figure C.1.
In new Figure C.1:
PL component: PL.1.1.1.1
PL component: PL.1.1.1.1
has been changed to:
PL component: PL.1.1.1.1
PL component: PL.1.1.1.2
and
PA component: PA.1.1.1.1
PA component: PA.1.1.1.1
has been changed to
PA component: PA.1.1.1.1
PA component: PA.1.1.1.2
In the Note, “specification” has been changed to “product”.
Annex B: Figure B.1 has replaced Figure A.1.
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ISO 27026:2011(E)
In the new Figure A.1, “function” has been changed to “specification”.
Annex C: Figure C.1 has replaced Figure B.1.
In the new Figure B.1, “PA subfunction” on the left side has been changed to “PL subfunction” and “PA sub-
subfunction” has been changed to “PL sub-subfunction”. In the Note, “product” has been changed to “function”.
Annex D:
PL component WBS item: PL.1.1.1.1
PL component WBS item: PL.1.1.1.1
has been changed to:
PL component WBS item: PL.1.1.1.1
PL component WBS item: PL.1.1.1.2
and
PA component WBS item: PA.1.1.1.1
PA component WBS item: PA.1.1.1.1
has been changed to:
PA component WBS item: PA.1.1.1.1
PA component WBS item: PA.1.1.1.2
Annex E:
PL component CBS item: PL.1.1.1.1
PL component CBS item: PL.1.1.1.1
has been changed to:
PL component CBS item: PL.1.1.1.1
PL component CBS item: PL.1.1.1.2
and
PA component CBS item: PA.1.1.1.1
PA component CBS item: PA.1.1.1.1
has been changed to:
PA component CBS item: PA.1.1.1.1
PA component CBS item: PA.1.1.1.2
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ISO 27026:2011(E)
Introduction
Space programmes, and the space systems developed by them, are complex, incorporate many different
technologies, and can last for many years progressing through several different stages from conception to
disposal or other disposition. When a space programme advances from one stage to another, substantial
changes in the breakdown of project management structures, hereinafter collectively called project breakdown
structures, of the programme and the type and amount of resources required can occur; a programme is often
composed of one or more projects. In addition, there can be attendant risks to either the success of the project
or to the well-being of project equipment or to personnel. Well-regulated project breakdown structures can be
an important factor in ensuring that all factors are ready for these changes through controlled changes to the
project breakdown structures that form a framework for the project in each of the several different stages, and
assist in ensuring that the risks are well understood and accepted. Use of this International Standard as a
basis for the framework of activities comprising the project, the necessary resources, controls, inputs, outputs,
and results is intended to enhance communications between different organizations that participate in a
project, and can assist in reducing costs and schedule of performing the project in each stage.
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INTERNATIONAL STANDARD ISO 27026:2011(E)
Space systems — Programme management — Breakdown of
project management structures
1 Scope
This International Standard specifies processes, requirements and recommendations for the breakdown of
project management structures, collectively called project breakdown structures, in terms of the various
specification (i.e. requirements), functional, product, work, cost, business and organizational breakdown
structures that are established and implemented to contribute to the success of a space programme, which is
often composed of one or more projects.
It is intended to complement and supplement similar project breakdown structure processes, requirements
and recommendations contained within ISO 14300-1, which serves as a higher tier International Standard for
this International Standard and for such other space systems and operations International Standards that
require formal project breakdown structures.
This International Standard specifies the various types of project breakdown structures and gives processes,
requirements and guidance concerning the composition of these breakdown structures.
This International Standard is applicable to project breakdown structures for a project, including at the top
level of a programme, i.e. level 0, as indicated in ISO 14300-1. It is intended to be used either by an
independent developer as a partial basis for programme processes or as a basis for an agreement between a
supplier and a customer.
This International Standard also provides descriptions of the kinds of project breakdown structures that are
commonly useful in contributing to the success of a space project. Other project breakdown structures not
described in this International Standard also often contribute to the success of a space project.
2 Normative references
The following referenced documents are indispensable for the application of this document. For dated
references, only the edition cited applies. For undated references, the latest edition of the referenced
document (including any amendments) applies.
ISO 14300-1, Space systems — Programme management — Part 1: Structuring of a project
ISO 9000, Quality management systems — Fundamentals and vocabulary
3 Terms, definitions and abbreviated terms
3.1 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 9000 and the following apply.
3.1.1
breakdown structure
framework for efficiently controlling some aspect of the activities of a programme or project
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ISO 27026:2011(E)
3.1.2
programme
strategic set of coordinated and controlled activities that has a defined architecture and/or technical approach,
requirements, funding level and a management organization that often initiates and directs one or more
projects
3.1.3
project
portion of a programme consisting of a set of coordinated and controlled activities, undertaken to achieve an
objective(s) of the programme conforming to specific programme requirements, including constraints of time,
cost and other resources
3.2 Abbreviated terms
The following abbreviated terms apply.
Abbreviated term Meaning
CBS Cost breakdown structure
OBS Organizational breakdown structure
WBS Work breakdown structure
WP Work package
4 Overview of project breakdown structures
4.1 General
4.1.1 There are generally several types of project breakdown structures that are generated to provide a
framework for efficiently controlling the programme, or its projects, and producing the product agreed to
between the customer and the supplier. Generally, the project breakdown structures have the organizational
framework of a tree.
4.1.2 A project breakdown structures tree as used in this International Standard is an arrangement of
related items or elements characterized by having a top level node, or summit, that is broken down into lower
level elements or nodes until the lowest level elements are determined; the lowest level is usually based upon
some degree of reasonableness or of diminishing returns of further breakdown. A tree is generally constructed
for project breakdown structures because the lower level elements are more easily managed. In a project
breakdown structures tree, a hierarchical relationship exists between elements at the same level of
breakdown to the next higher related node element above; in addition, elements at the same level of
breakdown often have interfaces with other items at the same level.
4.1.3 The project breakdown structures described in this clause and in Clause 5 are expressed in terms of a
business agreement or contract between a supplier and a customer, where the project breakdown structures
would be based upon the supplier's workshare. However, the same principles, processes and requirements
for project breakdown structures can be used by an independent developer, in which case the project
breakdown structures would be for the complete system product that might be developed entirely by the
independent developer, or by the independent developer and subcontracted suppliers.
4.2 Relationship of project breakdown structures
4.2.1 In the context of ISO 14300-1, the various project breakdown structures within a programme or project
originate with the level 0 customer's set of requirements. Based upon the business agreement and from the
customer's requirements, a level 1 supplier develops a set of specifications, each containing requirements,
that satisfies the level 0 customer's requirements. The specifications are organized in a hierarchical
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ISO 27026:2011(E)
specification tree, with lower level specifications containing requirements that flow down from higher level
specifications.
4.2.2 From the requirements contained in the specification tree, a function tree shall be generally generated.
The functions determine what shall be performed by the level 1 supplier's workshare portion of the system,
which could be the complete system; the functional requirements in the specification tree specify how well the
requirements shall be performed. The specification and functional trees shall be used to generate the design
elements of the system product, which is arranged as a product tree. The development of the specification,
and hence requirements, tree, is an iterative process with the development of the function tree and the
product tree to develop lower levels of each of the trees. Depending upon the situation, the requirements
within the specification tree may often contain the functions expressed as functional requirements in sufficient
manner that a function tree may not need to be separately generated, in which case only a specification tree
may be generated.
4.2.3 The tasks needed to develop the trees resulting in the system product are arranged in a work
breakdown structure (WBS), which is a hierarchical tree with lower level tasks providing more detail related to
the node task above. The WBS serves as a reference for the identification of cost elements arranged into a
cost breakdown structure (CBS), which is a hierarchical tree of lower cost elements related to the next higher
node cost element above.
4.2.4 The WBS and CBS, along with the overall management organization of the level 1 supplier, result in a
programme or project organizational breakdown structure (OBS) for the level 1 supplier's workshare, which is
arranged as a hierarchical tree of lower organizational elements reporting, or related, to the next higher level
node organization.
4.2.5 In the context of ISO 14300-1, when the level 1 supplier subcontracts part of the product development
to one or more level 2 suppliers, each level 2 supplier develops a similar set of lower level project breakdown
structures based upon the requirements contained in the subcontractual agreement with the level 1 supplier,
which in effect becomes the customer for the level 2 suppliers. This process of generating further lower level
project breakdown structures is similarly repeated for each successively lower level of supplier relationships. If
a level 1 supplier initiates subcontracts with a level 2 supplier or other lower level suppliers, the supplier
generates a business agreement breakdown structure that hierarchically depicts these subcontract
relationships.
4.3 Purpose of project breakdown structures
The purpose of generating and maintaining a set of project breakdown structures is to provide:
a) a framework for ensuring that all requirements, functions and products of the system design are identified
and arranged in a logical relationship that can be traced to, and satisfy, the customer's requirements;
b) an identification of all tasks and resources needed to generate the system product;
c) a cost relationship to the tasks being performed;
d) an organizational context for the programme, or project, to perform the tasks needed to generate the
system product;
e) an identification, by name, within the organization of the responsible person for performing each task
element within the WBS;
f) a basis for configuration control once a particular project breakdown structure is baselined;
g) a framework
...
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